9:00 - 9:10 Photos and Refreshments
9:10 - 9:15 Prayer - lilac paper
9:15 - 9:30 Carol Kostyniak - Tuition Assistance
9:30 - 9:45 Anticipatory Set - Video http://www.youtube.com/watch?v=Gr82xQi43Mg
Activity - Managerial Leadership -- Write down one quote (or part of a quote) that resonates with you or means something to you in your role as a principal- think of your mission/vision/core values-be prepared to share
9:45 - 9:50 Objectives
1. Reflect on Core Mission / Vision- create, publish and live (core values)
2. Determine leader roles and strengthen employee roles
3. Align employee priorities and evaluate employee performance
4. Develop strategies to meet Managerial Leader competencies
5. Timeline activities necessary to meet Managerial Leader competencies
6. Balance Managerial, Spiritual, Professional and Instructional Leadership Strands
9:45 - 10:30 Input/ Modeling
A leader ensures that the school has processes and systems in place for budgeting, staffing, problem solving, and scheduling that result in organizing the work routines in the building. The smooth operation of these processes is critical to the school’s ability to maintain its focus on its core mission – teaching and learning.
Barb - Emergency Room Leadership style- Snow days- police
be prepared for anything/ everything- Processes, Procedures, People, Plans
Leadership is not a position or a person. It is a practice that must be embedded in all job roles at all levels of the school district.
The work of leadership is about working with, for and through people. It is a social act. Whether we are discussing instructional leadership, change leadership or leadership as learning, people are always the medium for the leader. A key success attribute of a leader in the research is one’s ability to build relationships that develop shared meaning and commitment among one’s followers.
Leadership is not necessarily about doing everything oneself but it is always about creating processes and systems that will cause it to happen. One reason leaders tend to be overwhelmed is that they fail to develop leadership in colleagues and then get out of their way and allow them to lead
The concept of leadership is extremely complex and systemic in nature. Isolating the parts of leadership completely misses the power of the whole. It is not just knowing what to do, but why to do it, how to do it and when to do it.
Within a school district there are nested leadership systems (central office, school, and classroom). For the organization to be successful these systems must be aligned and supportive.
Leadership is about setting direction, aligning and motivating people in order to implement positive sustained change.
Leaders bring their “person” to the practice of leadership. Matching the context of leadership to the “person” of the individual is important to the success of the leader.
A purpose of leadership is to develop leadership. Succession planning is critical to the long term success of any school or school district.
Language and conversation are the media of leadership. Leaders must be effective at leading the language community.
I know how busy you all are and you would like to get some work done, so we are going to look at the competencies from the Principal Evaluation Form under the Managerial Leadership Strand and develop strategies to help you meet the competencies. Groups of 3/4 to include Cohort 1, 2 and Mentor.
Managerial Leadership The principal is an educational leader who promotesthe success of all studentsbyensuring management of the organization, operations, and resources for a safe, efficient, and effective learning environment. Competencies: 1. Maximizes instructional time through effective scheduling and monitoring of interruptions Use eschooldata to build classes/ do announcements, use faculty meetings to share info, send weekly e-mail of events for week 2. Maintains strong partnerships with Boards/Councils, and complies with Board/Council
practices Join the Ning/Check Website /Principal appraisal w/ pastor, attend board meetings, use e-mail, principals report, be open and thankful
3. Demonstrates effective communication skills with a variety of stakeholders How do you communicate? Consider going green- info to parents/teachers/board members electronic, e-mail, newsletter, Monday memo, listen, thank 4. Addresses problems in a timely mannerVoice recorder, notepad, e-mail, telephone, Do it right away, Triage, think, be proactive not reactive, worse case scenario, multi- task 5. Works to assure the school plant, equipment, and support systems operate safely,
efficiently and effectively Meet w/ custodian- strategies: walk every Friday pm w/ custodian- visit teachers- have them keep a list, rely on maintenance, know who you go to for what
6. Supervises the screening, hiring, and assignment of the instructional staff in accordance
with Diocesan policies Handbook, Sr. Shawn
7. Applies Christian principles in personnel management Key Dimensions- Bluebrint for Success, prayer with teachers, be sensitive to people, tactful and blunt, be fair and firm, do things in a kind manner, be sensitive to personal concerns., do things to show teachers that you appreciate them and care about them 8. Assists in developing school budgets and managing school financial resources efficiently and effectivelyMeet w/ Business Mgr. Build relationships, principal gives ideas on where to cut expenditures in the budget 9. Promotes development, marketing and advancement initiativesHave a marketing committee, be visible, have Website up to date, find people to help, Use Enrollment Management Plan- work it every day10. Establishes short and long term goals (strategic planning) for school improvement Articulate goals- every one in school needs to know them, Middle States Accreditation 11. Promotes an open atmosphere to enable students, parents and staff to discuss their
concerns
Students have access to principal to discuss any issues, On Website- indicate Open Door Policy, communicate with parents and approach them if there are concerns.
12. Works to be visible and accessible to all stakeholders Travel the halls with purpose- walk-throughs, Some paperwork can go to secretaries, door needs to be open, after school catch up on paperwork 13. Provides mentoring experiences for new teachers Pair teachers/co-teach, common planning periods, go to other classrooms to visit, c14. Conducts regular formative evaluations (walk throughs) and annual summative
performance evaluationsUse Teacher Evaluation Process - Just do it! 15. Implements and enforces diocesan, state, and federal policies and requirements New Handbooks. Know policy, learn as you go, ask questions. 16. Ensures a safe and orderly school environment Emergency Plans- updated, walk through w/ custodian-teacher appraisals, Everyone is responsible
17. Maintains and submits official records and reports according to due dates Calendar- Outlook- eschooldata- principals page, WED, NCEA principals guide, make copies, keep folders
18. Provides helpful and thorough orientation for new families of the school Website up to date, materials, enrollment management strategies according to your plan, Open House,
Break 10:30 - 10:45
10:45 -11:00 Synthesize strategies for competencies
- Liz will add electronically
11:00 - 11:30 Timeline Managerial Activities synthesized and determine who is responsible for activity from now until Easter break including faculty meetings, professional development, board meetings, reports from DCS, midyear appraisal, Teacher performance appraisal.
11:30 - 11:45 Closure
How can you manage? and still meet other Principal Leadership Strands - Spiritual, Professional, Instructional
Check for understanding- One strategy- ticket out the door- Liz will document and add to wiki
Diocese of Buffalo New Principal Orientation
12/10 AgendaTime 9:00 am - 12:00 noon
9:00 - 9:10 Photos and Refreshments
9:10 - 9:15 Prayer - lilac paper
9:15 - 9:30 Carol Kostyniak - Tuition Assistance
9:30 - 9:45 Anticipatory Set - Video
http://www.youtube.com/watch?v=Gr82xQi43Mg
Activity - Managerial Leadership -- Write down one quote (or part of a quote) that resonates with you or means something to you in your role as a principal- think of your mission/vision/core values-be prepared to share
9:45 - 9:50 Objectives
1. Reflect on Core Mission / Vision- create, publish and live (core values)
2. Determine leader roles and strengthen employee roles
3. Align employee priorities and evaluate employee performance
4. Develop strategies to meet Managerial Leader competencies
5. Timeline activities necessary to meet Managerial Leader competencies
6. Balance Managerial, Spiritual, Professional and Instructional Leadership Strands
9:45 - 10:30 Input/ Modeling
A leader ensures that the school has processes and systems in place for budgeting, staffing, problem solving, and scheduling that result in organizing the work routines in the building. The smooth operation of these processes is critical to the school’s ability to maintain its focus on its core mission – teaching and learning.
Barb - Emergency Room Leadership style- Snow days- police
be prepared for anything/ everything- Processes, Procedures, People, Plans
Each person reads a statement from
http://www.triangleleadershipacademy.org/files/about/capacity_assessment.pdf
I know how busy you all are and you would like to get some work done, so we are going to look at the competencies from the Principal Evaluation Form under the Managerial Leadership Strand and develop strategies to help you meet the competencies. Groups of 3/4 to include Cohort 1, 2 and Mentor.
Managerial Leadership
The principal is an educational leader who promotes the success of all students by ensuring management of the organization, operations, and resources for a safe, efficient, and effective learning environment.
Competencies:
1. Maximizes instructional time through effective scheduling and monitoring of interruptions
Use eschooldata to build classes/ do announcements, use faculty meetings to share info, send weekly e-mail of events for week
2. Maintains strong partnerships with Boards/Councils, and complies with Board/Council
practices
Join the Ning/Check Website /Principal appraisal w/ pastor, attend board meetings, use e-mail, principals report, be open and thankful
3. Demonstrates effective communication skills with a variety of stakeholders
How do you communicate? Consider going green- info to parents/teachers/board members electronic, e-mail, newsletter, Monday memo, listen, thank
4. Addresses problems in a timely mannerVoice recorder, notepad, e-mail, telephone, Do it right away, Triage, think, be proactive not reactive, worse case scenario, multi- task
5. Works to assure the school plant, equipment, and support systems operate safely,
efficiently and effectively
Meet w/ custodian- strategies: walk every Friday pm w/ custodian- visit teachers- have them keep a list, rely on maintenance, know who you go to for what
6. Supervises the screening, hiring, and assignment of the instructional staff in accordance
with Diocesan policies
Handbook, Sr. Shawn
7. Applies Christian principles in personnel management
Key Dimensions- Bluebrint for Success, prayer with teachers, be sensitive to people, tactful and blunt, be fair and firm, do things in a kind manner, be sensitive to personal concerns., do things to show teachers that you appreciate them and care about them
8. Assists in developing school budgets and managing school financial resources efficiently and effectivelyMeet w/ Business Mgr. Build relationships, principal gives ideas on where to cut expenditures in the budget
9. Promotes development, marketing and advancement initiativesHave a marketing committee, be visible, have Website up to date, find people to help, Use Enrollment Management Plan- work it every day10. Establishes short and long term goals (strategic planning) for school improvement
Articulate goals- every one in school needs to know them, Middle States Accreditation
11. Promotes an open atmosphere to enable students, parents and staff to discuss their
concerns
Students have access to principal to discuss any issues, On Website- indicate Open Door Policy, communicate with parents and approach them if there are concerns.
12. Works to be visible and accessible to all stakeholders
Travel the halls with purpose- walk-throughs, Some paperwork can go to secretaries, door needs to be open, after school catch up on paperwork
13. Provides mentoring experiences for new teachers Pair teachers/co-teach, common planning periods, go to other classrooms to visit, c14. Conducts regular formative evaluations (walk throughs) and annual summative
performance evaluationsUse Teacher Evaluation Process - Just do it!
15. Implements and enforces diocesan, state, and federal policies and requirements
New Handbooks. Know policy, learn as you go, ask questions.
16. Ensures a safe and orderly school environment
Emergency Plans- updated, walk through w/ custodian-teacher appraisals, Everyone is responsible
17. Maintains and submits official records and reports according to due dates
Calendar- Outlook- eschooldata- principals page, WED, NCEA principals guide, make copies, keep folders
18. Provides helpful and thorough orientation for new families of the school
Website up to date, materials, enrollment management strategies according to your plan, Open House,
Break 10:30 - 10:45
10:45 -11:00 Synthesize strategies for competencies
- Liz will add electronically
11:00 - 11:30 Timeline Managerial Activities synthesized and determine who is responsible for activity from now until Easter break including faculty meetings, professional development, board meetings, reports from DCS, midyear appraisal, Teacher performance appraisal.
11:30 - 11:45 Closure
How can you manage? and still meet other Principal Leadership Strands - Spiritual, Professional, Instructional
Check for understanding- One strategy- ticket out the door- Liz will document and add to wiki